Taking Power from Knowledge. A Theoretical Framework for the Study of Two Public Sector Reforms

Type

View/Open

Date

Author

Share

Metadata

Abstract

The paper presents a theoretical framework for studying reforms and organizational
change; 1) change as the product of reformers’ intentions, 2) change in institutionalized
norms and habits and 3) change as a consequence of strategic maneuvering. These
perspectives highlight various kinds of actor constellations and reform processes that
may facilitate or hamper regime change. We make use of such perspectives in an analysis
and tentative comparison of recent reforms of the hospital sector and of higher
education in Norway. A common characteristic of the two reforms is that they aim at
regime change and increased outside control of knowledge based occupations. The
prospects for regime change is seen in the ambitions to move away from political–
professional regimes in which professional communities and political hierarchies are
predominant towards a regime where both the state and the market actors (or models)
may play stronger roles. The basic idea in both cases is that regime change should
promote new policy content in order to improve quality and efficiency and to serve
patients and students. The evidence so far suggests that the relationship between regime
characteristics and policy content is quite loose, however. Whereas the hospital sector
seems to experience regime change without (significant) policy change, the higher
education sector may be headed for policy change without regime change.